The Case for Delegation

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We pay homage to the late, great Stephen Covey here (author of '7 Habits of Highly Effective People') and also to our science teachers who taught us about the Law of the Lever (they in turn owe credit to Archimedes). Basically if you want to increase productivity then as a leader you need to do less doing and do more leading - effectively moving the fulcrum to increase your leverage.

Why this model helps:

It illustrates the organisational physics of delegation and reinforces the imperative of delegation for effective leadership.  All leaders wrestle with control and competency issues - if I do it myself at least it will get done on time and to the right standard can easily become a self-limiting mantra.  If you choose not to delegate then recognise your career has now arrived at a plateau which if you do nothing will stretch to the horizon. You will never climb higher - fine if you have reached your goal, gutting if you haven't.  But fear not, all leaders have to tread this path.

How to apply it:

Firstly use it to rationalise your inner mindset and accept that procrastinating delegation is the same as putting your career on hold.  Focus on the positive goals of why you wish to increase productivity - write them down, assign timings to them, recognise there is not enough time to do everything.  So either compromise your goals or start delegating, but do this effectively! Avoid telling just the 'hows' or bleak directives - we prefer to start every conversation with our Catseye POC process to align purpose, outcomes, and mutual commitment before the task gets started.

Some Catseye wisdom:

Remember effective delegation is the key to developing and empowering those around you. It's how you learnt to do much of what you can do today - remember the first time your parents 'let you do the dishes' or 'taught you how to make a cup of tea'!


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